PowerPoint PresentationChange Transformation
K e n n e t h . S u l l i v a n @ a s u . e d u
Simplar
• Integrated with all parties (owners & vendors)
• Provide tools & hands-on support: • Organizational
Transformation • Procurement & Sourcing • Risk-based Partnering
& Contracting • Project & Risk Management • Performance
Measurements
Simplar • Becoming a Client of Choice
• Becoming a Performance-Based Contractor
Information Technology Networking Data centers Hardware COTS
software ERP systems
Help desk services eProcurement
custodial conveyance pest control
Health Insurance/ Medical Services
Renovation Repair Maintenance Roofing Specialty Demolition
Development
DBB CMAR DB IDIQ JOC Low Bid IPD
20+ Years | 150+ Owners
dining multi-media rights fitness equipment online education
document management property management audiovisual communications
systems emergency response systems laundry
retirement fund material recycling bookstores furniture
• Telecom System - Wire Telephony, Data Network, Video Conferencing
& End User Support ($35M)
• System Integrator for Generation Enterprise Asset Management
($25M+)
• Telecom Management Solution ($1.5M)
• ERP private sector org ($4M+)
• Human Resources Management System (HCMS) ($4M+)
• GIS-Based Asset and Work Management Software and Implementation
Services ($600k)
• DMV Legacy System Replacement ($25M)
• Campus Network ($52M)
• Radio System Upgrade ($1.5M)
• Electronic Call Monitoring System & Call Center
Replacement
• PCB Tracking & Condition Assessment System ($1M+)
Recent IT (software/hardware) Projects • System Integrator for ERP
($75M+)
• Snow Plow Mobile Data Collection ($2M)
• Housing Management System ($200k)
• IT Monitoring Solution ($100k)
• Wireless Network – Residences ($400k)
• Asset Management System ($300k)
• Recreation Management System ($600k)
• Enterprise Document Records & Mgmt System
• Demand-Side Management Software ($1.5M+)
• Building Analytics Software ($1.5M+)
• Organizational Change Management for Software Adoption
(multiple)
• Dining (Multiple) ($150k - $1.2B)
• Retirement Fund Management ($248M)
• Recycling & Waste Management ($900k)
Current/Recent Services Projects • Peoplesoft HR, Financial, etc.
(approx. $850k per system) • Security System IT ($5M) • Library
System Master Plan ($400k) • Gym Equipment ($250k) • Sports
Marketing ($80M) • Furniture ($50K-$20M) • Construction Services
Program ($50K - $30M) • Parking Management System (Tech & IT)
($2M) • Elevator Maintenance ($1.5M) • Snow Removal ($400K) •
Transportation Services (Athletics) ($300k) • Linen, Moving, IT
Consultants, Finance Controls, Master
Planning, Renovations, Pcard System, etc.
Current/Recent Public Projects • $250M Hazardous Waste
Removal
• $100M Office Building
• $400M+ Groundwater Treatment
• $900M Smart Grid/Meter Replacement (1.5M Electric/700
Water)
• $3.1M Design for $60M Turbine Replacement
• $400K Design + $2.5M Solar Microgrid
• $3M Automated Metering OCM
• $1.5M Hydro-Generating Station Re-Licensing
• $1.2M COR Program/Audit
• $5M Environmental Site Rehabilitation
• $1.2M Annual Audit Consultant
• $10M+ City-wide Parks Program
• $600k Remedial Investigation (Marina)
• $20M Residence Hall (Design-Build)
Industry Problems?
• The US Office of Management and Budget identified that out of 413
projects completed in 2008, 352 projects (85%) were classified as
poorly planned (totaling $20.4 billion).
• The ‘Chaos Reports’ collects case information on IT failures, has
studied over 70,000 projects in 15 years:
IT Industry (Standish Group, Eveleens and Verhoef, 2010) (Standish
Group 2015) (Powner, 2008)
• The US Office of Management and Budget identified that out of 413
projects completed in 2008, 352 projects (85%) were classified as
poorly planned (totaling $20.4 billion).
• The ‘Chaos Reports’ collects case information on IT failures, has
studied over 70,000 projects in 15 years:
• 28% Projects are Successful • 46% Projects are Unsuccessful • 26%
Projects Completely Failed / Cancelled
IT Industry (Standish Group, Eveleens and Verhoef, 2010) (Powner,
2008)
• In a study conducted with 593 business and IT professionals: •
80% admit they spend at least half their time on rework, which is
the result of
unclear objectives, confusion of roles and responsibilities, and
lack of stakeholder involvement.
• 75% of respondents believed that their IT projects are either
always or usually “doomed” from the start
• 78% feel that team is ‘out-of-sync’ when it comes to project
objectives • 61% of the projects take longer than anticipated • 57%
of the projects are not considered a success • 55% were confident
that they objectives of their IT projects are clear • 38% are
confused about their team roles and responsibilities • 31% believe
there is a lack of common vision on project success criteria
IT Industry (Geneca, 2011)
• Research conducted on 5,400+ IT projects: • Had a cost overrun of
$66 billion • 50% of all large IT projects ($15+ million),
massively blow their budgets • Black Swans = Budget overrun of
+200% • The average cost overrun is 45% over budget • 56% delivered
less value than predicted / expected.
• On projects over $15M:
• Major causes for cost overruns are unclear objectives, lack of
focus, and shifting scope
IT Industry (Kappleman, McKeeman, Zhang, 2006) (Bloch, Blumberg,
Laartz 2012)
Key Takeaways from Simplar’s Experience • IT is rarely simple or
easy • The users/clients often know “who the best is” before
prepping the solicitation • Functions are siloed (procurement, PMO,
IT, etc.) and procurement is not valued • Best to approach IT from
a “cradle-to-grave” perspective as a change adoption
event with team at start (User/Client, IT/PM, Procurement,
consultants): 1. Baseline current condition 2. Needs assessment +
Desired outcomes/functionality (process changes) 3. Scope
development (Statement of Work) 4. Solicitation + Attracting High
Performers 5. Risk-Based Partnering and Planning 6. Project
Management 7. Change Adoption + Adult Learning (training)
IT Procurement Optimization
• Hire Experts and Leverage their Expertise • Expertise lies within
the people • People make the difference • Individuals drive project
success • Individuals determine the effectiveness of the delivery •
Individuals can properly preplan • Individuals can bring innovation
• Non-experts can bring…
Our IT Procurement & Delivery Research…
Vendor 1
Vendor 2
Vendor 3
Vendor 4
Vendor 1 Vendor 2 Vendor 3 Vendor 4
High
Low
that I want”
that you will get”
High
Low
Maximum
LowWhich of these teams brings your project the most risk?
Proven Solution To Increase Odds of Success On ANY Project:
Hire & Work w/ Experts (High Performing Individuals & Teams
That
Actually Know How To Create Value & Mitigate Risk)
This Is Not As Simple As It Sounds
There Is A Fundamental Problem With Our
Traditional Approach To Procurement
What we have seen…
Vendor
What we have seen…
“The Greatest Risk we always face is how to accomplish all the
things
that our company promised we could do.”
Clients, or Buyers of IT, are in competition with each other
for the same limited pool of skilled personnel
Key Question: What kind of Client does a Good Vendor
want to send its Best People to work for?
• Work to make yourself more attractive • improve vendors
perceptions of you
• Vendors want to work for you over other owners
• Vendors send you their best teams
• Vendors spend the time to put together an accurate proposal
• Your personnel know how to behave with experts
Becoming a “Client-of-Choice”
You Can’t Just Trick Vendors Into Believing That You Are A “Good”
Client!
Clients must be aware of the impact of Vendor perceptions
Put Yourself Into The Shoes Of The Proposer
• The Owner has a favorite vendor • The Owner always hires the same
3 firms • You really don’t have a fair chance of winning • The
Owner is asking you to submit too much • Selection process is
confusing and/or not transparent • The Owner does not pay on-time,
difficult invoicing • The Owner micro-manages • The Owner will not
allow them to be efficient/optimize profit
What impacts would this have if you were a vendor?
Poor Vendor Perception Can Result In…
#1) Don’t propose
#1) Don’t propose #2) Don’t invest in quality proposal
Poor Vendor Perception Can Result In…
#1) Don’t propose #2) Don’t invest in quality proposal #3) Increase
price
Poor Vendor Perception Can Result In…
Vendors Have Options!!!
56 Vendor Responses
75% believe the State is not concerned about value
Overall satisfaction with the State: 31%
So how do we attract more high-quality vendors?
In other words… how do we become a
“Client of Choice”?
Collaboration & Synergy
Assessing RFP’s
Assessing RFP’s
40%
Nothing will make you work harder, work longer, and stress more
than working with the “wrong person”
RFP Templates
1
2
3
4
5
Scope of Work & Current Conditions What you want to
achieve
Proposal Requirements What you want the vendors to submit to be
evaluated
Evaluation Procedures
Administrative Requirements
Forms to complete and supplemental info
• Scope of Work Research and Tools, as well as using the RFN
• RFP Database, RFP ScoreCard, Benchmarks, etc.
Other Things
What would an Expert Vendor need (or want) to know?
What will help them provide the client with the best price? What
will help them minimize their contingencies? What will prevent them
from walking away? What will incentivize them to send their best
people?
An “effective” Scope-of-Work:
• Difficult to train on a single project endeavor – not enough
time
• Level of knowledge of project various widely across clients and
their project teams
• Pressure to release RFP often inhibits spending correct amount of
time in scope development
• Biases of project team greatly influence scope development •
70%-90% can guess which competitor helped or is favored
Training Clients on Scope Development
Leverage expertise from the industry to check: • Is our approach
feasible? What are realistic options? • What information do vendors
need to prepare an accurate proposal with
minimal contingency?
The Client DOES NOT need to know every detail! 1. Define current
conditions 2. Define objectives / requirements / Scope 3. Leverage
industry feedback
When in Doubt…Issue an RFN!!!
• What is an RFN? • A process to help solidify your scope (and
other items) prior to RFP release.
• How does an RFN work? • Release a “draft” Scope/Statement of Work
to the vendor community. • Get feedback from across the
industry.
• When should we use the RFN process? • Any time you are unsure of
your scope. • All projects that require a software
integration.
• How long does an RFN take? • 1 week to 1 month. • And can be done
in parallel with RFP development.
Request for Needs (RFN)
Focus: Maximize Speed, Maximize Value
XPD E x p e r t i s e - B a s e d P r o j e c t D e l i v e r
y
• Alternative approach to traditional procurement and
delivery
• Developed across 1000s of real procurements
• Maximizes: Openness, Fairness, Transparency, Value
• Demonstrates “Good Client” behaviors and attracts
high-performers
• Can reduce your change order rate by 20%-50%
• Can reduce your delay rate by 40%-60%
• Decrease internal management effort by 40%-70%
• Increase customer satisfaction by 25%+
• Can you put a price on pain, years lost, opportunities?
Working with Experts: XPD’s Impact on Project Performance
• Improved the overall structure to the RFP and procurement
process
• 63% Increase in Internal Client Satisfaction with
Procurement
• 96% Reduction in Administrative Cost per Project
• Evaluation time can be Reduced by 50-75%
• Highly effective and focused interview & demo process
Measured XPD Impacts on Procurement
• Proposal ($) • Schedule • Past Performance • Execution
Methodology • Plan: Risk Assessment • Plan: Value Assessment •
Interviews • Demos
Solution Expertise-Based Project Delivery (XPD)
• Clarification • Pre-Planning • Partnering
High Level Overview Details
Solution Expertise-Based Project Delivery (XPD)
• Clarification • Pre-Planning • Partnering
High Level Overview Details
Question:
If Purchasing wants to buy a “green circle”, in which scenario is
hiring the right “green circle” easiest to justify?
• The evaluated proposal documents
MUST NOT contain any names that can be used to identify who the
Proposer is.
Including: company names, personnel names, project names, or
product names
Critical Formatting Requirements
why it’s a risk? proposed solution(s) potential impact(s)
response plan
previous expertise
2 pages each (+ 1pg schedule) = 9 pages total Use the BLIND
templates Anonymous
2-Page Limit
Detailed Requirements Response
Purchasing / Buyer
• No notes, handouts, presentation material
• Interview 2-4 key personnel (primary and secondary) • Project
Lead & Integration Lead • Project Manager & Technical Lead
• Lead Designer, Data Lead, etc.
75
• 20-30 Minutes per person
76
Interview Format • The individuals cannot bring any notes or
handouts.
• Interview times will be approximately 20 minutes per
individual
• A standard set of questions will be asked to each individual. The
client has the option to clarify any responses.
• Questions will be non-technical
Sample Questions • Describe what differentiates you from your
competition (e.g.
other Project Managers)? • Why were you selected • What
specifically sets you apart from other PMs, unique characteristics,
attributes, etc.? • Why should we pick you over other PMs? • How
many similar projects have you completed and what are the final
results of those projects?
• What specifically sets this team apart from other teams? • How
many projects have you all worked on together as a team?
Interview Comments Goal Is To Minimize Risk
“I have no idea why I am here today”…“My boss called me last night
and told me to show up for this interview” - $10 Million
Project
“I did not participate at all in preparing our proposal” - $3
Million Project
“I am not currently employed by this company, but if we win this
project, they will then hire me” - $25 Million Project
“I have never managed a project of this size/scope” - $30 Million
Project
“There is no risk on this project” - $5 Million Project
“The greatest risk that I always face, is how to accomplish all of
the things that our sales team promised we could do” – $5 Million
Project
78
79
• Identify areas of greatest risk/concern
• What is the plan for those
• Anything that you need from us
Percent of Projects Where The Highest Ranked
(Going into the Interviews)
19%
• Traditional Challenges = Marketing approach
• Recommended Approach: • High level demonstration (followed by
detailed demonstration at later stage)
• 30-45 minute demo • An end user will be asked to demo (not the
vendor) • Demonstrate basic product or system, or similar
system
81
• Best Value Results:
• Highest Interview • Highest Proposal • Best Past Performance •
28% Below Average Cost
CRITERIA WEIGHT FIRM 1 FIRM 2 FIRM 3 FIRM 4 FIRM 5 FIRM 6 FIRM 7
FIRM 8
Cost 25% 25.0 18.5 18.2 11.7 18.5 20.1 21.0 17.2
Proposal 40% 35.6 35.6 35.2 33.8 27.0 26.5 20.4 25.4
Past Performance 5% 5.0 4.9 3.0 4.9 4.8 2.6 4.7 2.6
Interviews 30% 30.0 22.2 9.4 0.0 0.0 0.0 0.0 0.0
TOTAL POINTS (100) 96 81 66 50 50 49 46 45
Sheet1
CRITERIA
WEIGHT
1Cost2525.018.518.211.718.520.121.017.2
XPD Expertise-Driven Procurement
• Clarification • Pre-Planning • Partnering
Risk-Based PartneringSELECTION Contract
Do Clients Enjoy Surprises?
• Project is completed LATE • Project has cost INCREASES • Project
does not meet EXPECTATIONS
FOCUS ON CRISPs: • Concerns • Risks • Issues • Suspicions •
Problems
How Can We Minimize Surprises
• Cost Verification • Detailed Preplan • Client Schedule • Align
Expectations • Critical Documentation • Risk Mitigation Plan •
Negotiate Contract
What About All Other Documents? 1. Organizational chart 2. Safety
plan 3. Financial ability to perform the project. 4. Provide
bonding capacity, Dun and Bradstreet ratings, etc. 5. Describe the
company’s recent experience with (similar) projects 6. Describe
your firms experience with Building Information Modeling (BIM). 7.
Describe the depth of resources of the company 8. Management
approach to this project. 9. Description of roles and
responsibilities of the key individuals 10. Provide anticipated
utilization rates 11. Describe your methodology for establishing
and managing a GMP. 12. How would you keep the team abreast of
actual costs versus estimated? 13. Describe your approach to ensure
competitive pricing 14. Do you have experience converting GMP’s to
lump sum? 15. What are your goals and approach to control costs and
enhance value? 16. Describe how your company plans to measure and
track the productivity 17. Propose an incentive program for your
company’s efforts to increase productivity/efficiencies 18.
Describe any specific recommendations for prefabrication or
modularization.
Risk-Based Partnering Requirements
Big Ticket Items/Deal Breakers
Verify Cost / Financial Info
Review Interview Statements
Project Schedule
sh
Objective of Risk-Based Partnering • The Vendor is NOT expected to
conduct project work.
• But the Vendor IS EXPECTED to clarify HOW they will conduct the
project work.
• All activities will occur in parallel with legal review of the
contract and T&Cs
• Most expert vendors say the RBP phase is similar to their normal
approach, just more structured, more focused, and results in a
quicker launch post-contract.
Resistance to Planning • Client Question: What do you recommend for
a Go Live date and how should we
phase the scope areas? • Vendor Answer #1: “We can do whatever you
want to do. It just comes down to
what’s consumable and what resources you have on the client
side.”
• Client follow-up Question: But what are the options? What are the
pros/cons of each?
• Vendor Answer #2: “We have a pre-packaged approach that is
predictable. And we will obviously tailor to whatever your needs
and requirements are.”
Note: Vendor has had our needs and requirements for nearly 6 months
and seemingly have not read them. They also requested several
integration details & diagrams integrations that were directly
provided 6 months ago!
Resistance to Planning & Clarification • Client Question: What
do you recommend for a Go Live date and how should we
phase the scope areas? • Vendor Answer #1: “We can do whatever you
want to do. It just comes down to
what’s consumable and what resources you have on the client
side.”
• Client follow-up Question: But what are the options? What are the
pros/cons of each?
• Vendor Answer #2: “We have a pre-packaged approach that is
predictable. And we will obviously tailor to whatever your needs
and requirements are.”
Note: Vendor has had our needs and requirements for nearly 6 months
and seemingly have not read them. They also requested several
integration details & diagrams integrations that were directly
provided 6 months ago!
Tip: Most Organizations Need Help To Improve
IT Change Adoption
Observations of Adopting “New”
• Simple on a Single Project: Applying new methods, tools,
processes to a single project is not that hard
• Implementing across the Organization Apply the proven new method,
tools, or processes across an organization to realize the full
benefit is very difficult
Reference Points
• 100+ Hands-On with Owner Organizations: hyper-detailed measuring
of adoption of new technology, processes, tools – tracked
behaviors, reactions, speed, learning, etc.
• 600+ Detailed Change Case Studies: detailed data collection and
interview process, statistical analysis
• +++ Complementary studies, hundreds of papers, books, pilot
studies, etc.
Changing is Not Easy
Changing is Not Easy
• Greatest barrier to learning something new is what you think you
already know
Iron Curtain of Knowledge
Change Effort is…
It is simply part of the puzzle.
Common Misperception: Value of ROI
Top 5 Resistance Behaviors 1. Reversion 2. Reluctant Compliance 3.
Arguing 4. Lack of Transparency 5. Delaying
Resistance to Change
Innovators & Early Adopters
(make it happen)
N=104
Partial Adoption
• Project controls technology • Reorganize customer-facing
operating
procedures • Integrate a major acquisition
• Roll out of formal project management execution process
• Customer Relation Management (CRM) Implementation
• Change in sales & marketing strategy
• Smart plant implementation
Change Initiative Benchmarking Database 600+ Change Events from
500+ Organizations
• Introducing BIM on projects • Implement Lean
• Enterprise Resource Planning • Reorganize customer-facing
operating
procedures • Productivity management system
1. Effective Change Agents acting as implementation doers &
champions
2. Realistic Speed & Timescale
3. Organizational Measurement & Benchmarks
5. The Org & the People can see clear personal benefit
6. Senior leadership committed to the change initiative
+ The Importance of Proving Hope
What Drives Successful Implementation of a Change Initiative?
CHANGE AGENT = • Role: provides hands-on support to help their
peers learn and change, “eyes on” adoption and resistance
• Who are they: a peer to those changing, a doer, they care, a
driver, a connector, a refiner, Simplar partner & day-to-day
contact
• Personally affected by the change, a peer or peer-supervisor of
those personally affected by the change
CHAMPION = • Role: supports the change in sustaining actions that
may include verbal & actionable support, allocating
resources (time, people), providing structured and non-structure
communication, rewarding high achievement in change
• can be obvious support as well as subtle support
• Who are they: management and/or leadership, an active supporter,
they believe in the change, they are respected, knowledgeable,
optimist, good communicators, have influence over resources
oversight
• They may not be personally greatly affected by the change, and
may not be highly involved in the details
#1 Change Agents & Champions
Correctly Using Change Agents
#4 Communicating/Training the Change
N=234
N=234
• Change is not a “light switch!!” – It’s a progression over
time.
• Speed of adoption and learning is directly related to the
magnitude of the change and the frequency of individual usage of
the new tools/processes by the average end-user.
• Change adoption can vary greatly across individual units, which
often form locally accepted practices and have different usage
rates.
• Users typically require 5-7 iterations/uses of the new
process/tool before they have truly “learned” and can consistently
incorporate the changes into their daily work function and stop
doing what they were doing before.
• Varies based on how “new” and “different” the process, tool,
system is compared to the previous. • Uses must be on-the-job, real
actions, real outcomes. • If there is significant time in between
uses, users may need to re-learn or be coached further and require
more iterations.
Other Foundational Truths
• A progression from: • The “start” state • To the end, the new
“steady” state
• Adoption is more than “did someone take the training.”
• Major initiatives/process changes are not as simple as informing
someone of the change – they need to be able to practice/use the
new process/change.
• Training must be informed by a more holistic understanding of
adoption.
• Adoption is a combination of the following: • Opportunities for
learning • Opportunities for practicing • Overcoming potential
barriers to learning and practicing/using • Acceptance/Use of the
change with minimal adaptions/changes to the new
process/system
Adoption Keys
The 8 Change Adoption Factors and Sub-factors 1. Change Agent
– C.A.’s responsiveness to share feedback – C.A.’s level of
activity – User satisfaction with C.A. – provided support –
Leadership satisfaction with C.A. – provided support
2. Leadership satisfaction – Leadership’s responsiveness to share
feedback – Leadership’s satisfaction with the changes
3. Knowledge transfer and applicat – Abilities to execute
independently – Abilities to incorporate the changes into their
daily work function – Impressions and satisfaction with the initial
in-person training – Results/performance results
4. Leadership support – Perception of Leadership’s support by users
– Leadership’s level of activity done in support of the
change
5. User satisfaction with the change – Satisfaction with the new
tools/processes – Level of perceived personal benefit (key research
indicator)
6. Adaption/resistance – User behaviors – Comparison to industry
norms – Potential adaptions
7. Culture – Perceived scale/newness of the changes – Willingness
to participate/engage – Gap in current practices vs. future/desired
practices
8. Implementation team – Reach established (key research indicator)
– Quality and clarity of the communications – Change Agent
preparedness – Service – Feedback and Issue Resolution
1 Change Agent Performance
7 Culture
• Data that informs adoption will come from multiple sources for a
single site to ensure representation.
• Includes individuals, system data, and data interpretation
• Qualitative and quantitative
User-Level Data
System(s) Data
Initiative Data
• Change team established + logistics + resources (in place)
• Simplar led three days of general change management training for
different audiences (exec, various site level leaders, rising
performers) + top exec closed discussion
• Execs top concern most often time/effort to learn (equals time
not doing their current job)
Set Up Best Practices
Understanding Hours to Learn • Precise resource-hours will depend
on the
content to be learned and will be aligned with the overall
implementation plan (following is an approximation only).
0
10
20
30
40
Av er
ag e
Re so
ur ce
H ou
RESOURCE CONSUMPTION OVER TIME
(Note: The spike in resource hour is caused by time spent in
workshop)
• How is this process/task currently performed?
• Are there any ‘high performers’ that are doing this process/task
successfully? • What are they doing differently from everyone else
(or the current process)? • How do they feel the current process
can be improved?
• How often do users currently perform this task/use this
system?
• Are users required to use this process/system or is it
optional?
• What is ‘wrong’ or ‘inefficient’ etc. about the current
process/task? • Quantify the impact of inefficiencies to the
organization
Map the Current State: Important Questions to Ask
KEY: GATHER DATA FROM THOSE THAT
ACTUALLY USE THE CURRENT SYSTEM/PROCESS (NOT JUST CORPORATE
STAKEHOLDERS)
Current State: Important Questions to Ask
INDIVIDUAL ADOPTION METRICS SITE-LEVEL
Tracking Change Across the Organization
• Identify leaders to assist with increased adoption • There should
be executive visibility into real-time metrics of all sites and
divisions • Can be broken down by the specific
change/tool/process
Supervisor(s)
• Training is critical to the success of a process/system
change.
• The typical ‘train-the-trainer’ session provided by software
vendors is only effective after the new system is active/working
and with historical data used as an example.
• Training is not a one-time event
• Training ≠ Adoption
• Correct Consistent Use = Adoption
• New to Org. don’t need to change, but do need to be trained
• High reliance on Tribal/Village & Tacit Knowledge Transfer
perpetuates adaption & resistance
• Traditional training pulls from scholastic methods (that we all
experienced as kids)
• Adult learning andragogy vs Youth learning pedagogy
Learning and Doing is Change: Correct Training/Adult Learning
includes Human Dimensions Mapping
Average Technology Adoption
Impact of Good Leadership on Technology Adoption
• Change management is hard – but it is a skill that can be
learned
• Traditional approaches yield inconsistent results
• Keys to success • Change agents & champions are key •
Transparency through measurement (adoption, adaption, etc.) • All
training is not equal – Andragogy: Workshops & hands on are
best + training platform • Leadership throughout the organization
w/ consistent messaging
• Success means: Goal Met, Less Pain/Effort/Cost, Faster, Less
Adaption, Less Resistance
Change Transformation Conclusion
Key Takeaways from Simplar’s Experience • IT is rarely simple or
easy
• The users/clients often know “who the best is” before prepping
the solicitation
• Functions are siloed (procurement, PMO, IT, etc.) and procurement
is not valued
• Best to approach IT from a “cradle-to-grave” perspective as a
change adoption event with team at start (User/Client, IT/PM,
Procurement, consultants)
Simplar Resources
Website / Papers
• On-site / Hands-On Training • Project / Organizational Support of
RFP & Project Delivery
Blog Webinar Series
COMMENTS / QUESTIONS
W a n t t h e S l i d e s ? N e e d m o r e i n f o ? S i m p l a r
. c o m
C o n t a c t : J e f f @ s i m p l a r . c o m
K e n n e t h . S u l l i v a n @ a s u . e d u
Industry Problems?
IT Industry(Standish Group, Eveleens and Verhoef, 2010) (Standish
Group 2015) (Powner, 2008)
IT Industry(Standish Group, Eveleens and Verhoef, 2010) (Powner,
2008)
IT Industry(Geneca, 2011)
IT Industry(Kappleman, McKeeman, Zhang, 2006) (Bloch, Blumberg,
Laartz 2012)
Slide Number 15
IT Procurement Optimization
Slide Number 21
Slide Number 22
Proven Solution To Increase Odds of Success On ANY Project:Hire
& Work w/ Experts (High Performing Individuals & Teams That
Actually Know How To Create Value & Mitigate Risk)
This Is Not As Simple As It Sounds
There Is A Fundamental Problem With Our Traditional Approach To
Procurement
What we have seen…
What we have seen…
What we have seen…
What we have seen…
Slide Number 30
Clients, or Buyers of IT, are in competition with each other for
the same limited pool of skilled personnel
Key Question:What kind of Client does a Good Vendor want to send
its Best People to work for?
Becoming a “Client-of-Choice”
You Can’t Just Trick Vendors Into Believing That You Are A “Good”
Client!
Clients must be aware of the impact of Vendor perceptions
Put Yourself Into The Shoes Of The Proposer
What impacts would this have if you were a vendor?
Poor Vendor Perception Can Result In…
Slide Number 39
Slide Number 40
Vendors Have Options!!!
So how do we attract more high-quality vendors?
In other words… how do we become a “Client of Choice”?
Starts With Your Solicitation
Slide Number 47
Assessing RFP’s
Assessing RFP’s
Nothing will make you work harder, work longer, and stress more
than working with the “wrong person”
Slide Number 51
Other Things
When in Doubt…Issue an RFN!!!
Request for Needs (RFN)
XPDExpertise-Based Project Delivery
Measured XPD Impacts on Procurement
SolutionExpertise-Based Project Delivery (XPD)
What is different…
What is different…
Awarding To Expertise
Competition Into Selection
Critical Formatting Requirements
Detailed Requirements Response
Traditional Presentation Process?
Key Personnel Interviews
Key Personnel Interviews
Whiteboard Exercise
Percent of Projects Where The Highest Ranked (Going into the
Interviews) Was Not The Highest Ranked (After the Interviews)
Demos: Software Verification
Risk-Based Partnering Requirements
IT Change Adoption
Common Misperception: Value of ROI
Resistance to Change
Change Initiative Benchmarking Database600+ Change Events from 500+
Organizations
What Drives Successful Implementation of a Change Initiative?
#1 Change Agents & Champions
Correctly Using Change Agents moves a Leader fromGood to
Great
#4 Communicating/Training the Change
Personnel Reactions to Change
Personnel Reactions to Change
Measuring Change:Adoption Data via Triangulation
Set Up Best Practices
Understanding Hours to Learn
Current State: Important Questions to Ask
Tracking Change Across the Organization
Reporting Structure
The “ACT” Approach
Average Technology Adoption
Change Transformation Conclusion
Simplar Resources
COMMENTS / QUESTIONS